The Story
Twenty years of walking into hard rooms.
The through-line of my career isn’t an industry. It’s a pattern: I tend to show up where things are uncertain or coming apart, help the people inside find their footing, build the systems the mission was missing, and stay until the place can run without me.
2007–2015 · United States Marine Corps
Where the convictions were forged
I started as a naval aviator, flying the UH-1Y Venom, and then did something most people found strange: I asked to move from the cockpit to logistics. I wanted to lead people and move things that mattered. As operations officer for a transportation support battalion, I was responsible for 846 Marines across nine units and the stewardship of roughly $450 million in global logistics assets — COO-scale, in everything but title.
The lesson that stuck came in the dirt, not from rank. In Liberia, on Operation Onward Liberty, I spent six months advising the logistics command of the Armed Forces of Liberia, rebuilding a fleet-management and reporting system that had been stalled for six years. We got it running in under six months. I came home with a Joint Service Achievement Medal and a conviction I’ve never let go of: leadership is influence you earn by example, not authority you’re handed.
2015–2021 · Enterprise Technology
Learning the language of business
Out of the service, I went into enterprise software to learn how companies actually grow and get sold to. At BluJay Solutions (now part of E2open) I carried the top fifty accounts — Dell, Lockheed Martin — and learned how trust gets built at the executive level of a Fortune 500. Later, at a business-intelligence company, I inherited a sales team where every rep but one had walked out the door. I rebuilt the motion from scratch, ran the demos myself, and out-produced the field during the worst of the COVID downturn. It taught me what a stalled team needs first: not a strategy deck, but someone willing to get close to the problem.
2015–2022 · Providence 31 LLC
Building something that lasts
Alongside those years, I founded and ran a family real estate and asset-management company across three markets — Sacramento, Blue Ridge, and Venice. Every acquisition, every 1031 exchange, every reinvestment decision was mine to make. The portfolio grew roughly 300% in under six years, and the company still runs today under independent management. It was my first full lesson in stewardship: growth that compounds because it’s disciplined, not because it’s loud.
2021–2024 · The Academy at District Church
Making a mission function
Then came the work I’m proudest of. A founder had the vision for a K-12 leadership academy; my job was to make it real — operations, culture, compliance, staffing, safety, the day-to-day of a school that had never existed. I wore a lot of hats at once: COO, acting principal, registrar, safety director, and head guide for the high school. We grew the high school 325% and took tuition revenue from $128K to $544K, but the number I care about is the one you can’t chart: students who left knowing they were the entrepreneur of their own studio, responsible for their own growth.
2024–2026 · Flourish Leadership Academy
Building from nothing, again
In late 2024 I did it once more — this time from zero, in Tamarindo, Costa Rica, as founder and executive director. No institutional playbook, an international student body, and every system to write from scratch. Enrollment and tuition grew 225% in eighteen months. Along the way we raised over $20,000 and built a home for a family that needed one; a second build is underway now. I’m finishing this chapter in the summer of 2026, and I’m ready for the next mission — ideally as the operator inside a company a founder is trying to grow well.